A new organisation architecture for a central federal agency

Client

An Australian federal agency responsible for developing the capability of the Australian Public Service.

Situation

The Australian Public Service Commission (APSC) engaged Nous Group to support it in reframing its strategic direction and role as a key enabler of the ‘Ahead of the Game’ reform agenda. In particular, through implementation of the reform agenda the APSC required a new organisation architecture. However, the task was complicated by the change-weariness of the organisation, after having experienced a difficult restructure barely months before.

Solution

Nous worked closely with the Commissioner, Deputy Commissioner, Merit Protection Commissioner and the APSC Executive to;

  1. Develop a new mission and set of strategic priorities that clearly articulated the role of the APSC as a proactive central agency, delivering on the key reform drivers of the Ahead of the Game Blueprint
  2. A revised business model that outlined the key activities the APSC would undertake to deliver on each of these strategic priorities. In doing so the business model highlighted which of its current activities the APSC should continue to undertake, what existing and new activities it should significantly increase, and which activities it should decrease or no longer undertake
  3. An organisational model to embed the required capability, culture and skills in the organisation.
  4. A transition plan for delivering on the new strategic direction, including high level time frames and implementation plan.

Nous and the APSC then communicated this new direction through a cascading series of workshops with the executive, senior managers, and broader agency, to ensure engagement and improve awareness of the change ahead.

Result

Nous' collaboration with the APSC produced four key outcomes:

  1. an articulated and enhanced mission and strategy that positioned the APSC to deliver on the key reform drivers of excellence in leadership and organisational performance
  2. a revised business model outlining the key activities and responsibilities of the commission and individual agencies
  3. a revised organisational chart, which was accepted throughout the organisation.
  4. strong staff engagement through high levels of communication.